Running head: WORKPLACE MEDIATION
Idea storming and exploring win-win solutions
1
WORKPLACE MEDIATION
2
Idea storming and exploring win-win solutions
In the conflict at Samba Bank, after analyzing the conflicted situation by exploring the
needs of the boss and that of the intern and having provided the chance for associated emotional
sharing, the mediator can move towards making agreed solutions. This is accomplished through
the dynamics and power of futures (Nabatchi, et al. 2007). At this point, the mediator can make
assumptions that the brains of the two parties are future driven, and, therefore, they have already
conceived the outcomes of the process, and therefore a step closer to achieving it.
Nevertheless, up to this point, the participants’ brain would have only negative or
damaging outcomes of the situation. For instance, if we were to ask the intern questions
responses like, Í would like to pack and go’ or ‘to have the boss sacked’ are always common.
Such are compounded by the anger, hurt or anxiety. They have the potential to rekindle the
conflict with subsequent contacts. The mediator role, in this case, is to reverse the negative
thoughts and initiate future based and positive thinking. In this situation, golden questions in
different versions can help.
For instance, in the case of Samba Bank, the mediator can ask the intern a question like,
‘what might work according to you or for you?’ This question looks at the future and aims to
change the boss’s behavior so that the two can work in harmony. It throws open the door to
WORKPLACE MEDIATION
3
several desirable outcomes having limited possibilities for a motivating and new workplace
(Reynolds, 2000). The more likely responses to that one would be ‘I would like her to treat me
more kindly’; ‘I want her to appreciate my efforts even though I make mistakes’ or Í wants her to
treat me normal just like the other interns’. The possible one for the boss is ‘what do you expect
from the intern?’ Since she started the conflict, she must have a probable reason that might help
save the situation. The most likely range of answers can include ‘be more respectful’, ‘be
punctual’ or ‘lay low’ among others. Then the mediator can storm the ideas for a possibility of a
resolution. The process includes looking at the conflict with an analytical and critical eye to
generate solutions that create the best payoffs, the most excitement and greatest benefits to both
the intern and the boss. The mediator always has in mind that the solutions are future based
(Reynolds, 2000).
WORKPLACE MEDIATION
References
Nabatchi, T., Blomgren Bingham, L., & Good, D. H. (2007). Organizational justice and
workplace mediation: a six-factor model. International Journal of Conflict
Management, 18(2), 148-174.
Reynolds, C. (2000). Workplace mediation. Mediation in Context, 166-176
4
Purchase answer to see full
attachment